d.partnerships that contribute to academic, cultural and economic development in york and...

d. Partnerships that contribute to academic, cultural and economic development in York and beyond.

c. A community that supports personal and professional development.

a. A diverse and culturally rich community. b. A community that promotes health and

wellbeing.

Resources & Services Strategy, 2015-20

Development Strategy, 2015-20

Academic Strategy, 2015-20

Committee Structure

Communications Plan

Organisational StructureProgress & Risk Management

Planning Cycle

Annual Operating Plans

a. High quality learning, teaching, assessment and research.

b. A personal and collaborative student experience. c. Graduates with excellent attributes and employment

prospects. d. High quality academic environments, accommodation and facilities.

f. Continuous enhancement of the management of academic standards.

e. Support services that empower students to thrive.

a. An expanded range of study and research options. b. Sustainable growth in UK and international student numbers.

a. Effective resourcing of the strategic plan. b. Excellent practice in environmental

sustainability. c. Efficient and effective systems and processes. d. Excellent data quality, returns and intelligence.

e. Effective governance and management.

f. Diversity in our income streams.

Strategic Plan

2015-2020

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Quality

Growth

Community ResilienceOur

Strategy

To inspire our students and staff to reach their full potential, advance knowledge, and make a positive contribution to the world.

We will be the best of England’s small universities.

Our Values:

Our Mission:

Our Vision:

We are an inclusive, innovative, transformative and ambitious community with a strong sense of belonging.

Mission and Values

To inspire our students and staff to reach their full potential, advance knowledge, and make a positive contribution to the world. York St John University was founded by the Church of England in 1841 as York Diocesan Training School for teacher education. The Church continues to support our development as a University that welcomes students of all faiths and none.

We believe that our location in the heart of York, our size, our strong community ethos and our personal approach to learning have made us a special place to study for all these years.

We pride ourselves in identifying and developing potential in all our students and staff.

Our commitment to scholarship and research enables us to advance knowledge and provide high quality teaching and learning. We offer our students and staff personal opportunities to learn and grow – both academically and individually.

This is facilitated by the high levels of student-staff interaction within our community.

We believe that all our students and staff make a meaningful contribution to the fabric of this institution and hope to inspire them to shape their communities throughout their lives.

We endeavour to motivate our alumni to remain part of our community, share our ambitions, and serve the common good.

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Archbishop Desmond Tutu, Honorary Graduate 2012

2014 Graduates outside York Minster

Vision

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We will be the best of England’s small universities.

Our vision for 2015 to 2020 is to be the best of England’s small universities, defining ‘small universities’ as fewer than 8,000 student FTEs, and excluding specialist institutions. ‘Best’ will be demonstrated by our league table position in relation to other small universities.

Our aim is for York St John University to be thoroughly student-centred, with students and staff working in partnership to learn.

Our size, single campus and facilities will provide a space for exciting, interactive learning between students and staff.

We will nurture an academic community that promotes wellbeing, creativity, discovery and the personal development of students and staff.

We believe that a staff community that feels valued by the University is fundamental to the achievement of our vision.

Our intention is to grow on-campus student numbers by 10% between 2015 and 2020.

Key Measures of Progress and Risk

• Student satisfaction

• Research quality

• Student continuation rates

• Student achievement

• Graduate employability

• Financial resilience

• Resource management, e.g. Student Staff Ratios

Sunday Times Guide

Small HEI data

Quality

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a High quality learning, teaching, assessment and research.

Key Objectives

We will:

• Ensure learning, teaching and assessment is informed by staff who engage with and influence external discipline and pedagogic networks.

• Ensure pedagogic approaches embrace a variety of innovative technologies for learning and assessment.

• Encourage students to be co-creators of knowledge through active modes of learning.

• Design assessment to broaden and deepen learning.

• Provide opportunities for students to be more involved as partners in their programmes in terms of what and how they are taught.

• Enable academic staff to demonstrate their good standing through active membership of learned societies.

• Organise our teaching delivery to optimise student learning and facilitate effective resource management.

• Ensure all academic staff are research active.

• Ensure research, professional practice and scholarship contribute to excellent teaching, learning and assessment.

• Develop a high quality research environment.

• Increase our research profile and income by expanding our bidding activity and our research outputs.

• Develop research collaboration across the University and with external partners.

Measures of Progress and Risks

By 2020 we will have:

• Better course organisation, communication, resource management.

• More useful assessment and feedback for students.

• Improved student achievement.

• Improved National Student Survey results.

• Improved student retention rates.

• Increased research activity amongst staff.

• Improved research student completion rates.

• Improved Postgraduate Research Experience Survey results.

• Increased opportunities for undergraduates to participate in research internships and placements.

• Enhanced performance in next Research Excellence Framework.

• Increased impact of and funding from research.

• Increased capacity for postgraduate research student supervision.

• Increased the proportion of academic staff with a doctoral qualification.

• Staff will demonstrate their good standing through active membership of learned societies.

Quality

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b A personal and collaborative student experience.

Key Objectives

We will:

• Make the journey from enquiry to graduation student-centred.

• Include in the undergraduate academic tutoring system a detailed needs analysis that supports students’ personal development.

• Ensure all students receive a HE Achievement Report (HEAR) that recognises their wider achievements.

• Ensure the curriculum and regulatory framework supports flexible, inclusive programme delivery and content.

• Encourage small group teaching activities on all programmes.



• Improved satisfaction with pre-entry and induction experience.

• Improved student retention rates.

• Enhanced academic tutor system.

• Incremental engagement with HEAR process.

• Increased participation in co-curricula activities.

• Increased student satisfaction with course delivery and assessment.

• Opportunities in all programmes for students to learn in small groups.

Quality

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c Graduates with excellent attributes and employment prospects.

Key Objectives

We will:

• Develop subject-specific strategies to enhance graduate destinations.

• Promote internationalisation, enterprise, employability and environmental sustainability within the curriculum.

• Support graduate start-up businesses.

• Support the development of graduate attributes through appropriate curriculum design.

• Provide postgraduate research students with appropriate opportunities for personal and professional development.

• Develop further a range of high quality internships and work placements for our undergraduate and postgraduate students.



• Increased percentage of graduates entering further study or work six months after completing their studies.

• Increased percentage of graduates gaining professional / managerial jobs six months after completing their studies.

• Increased numbers of students experiencing enterprise and employability as part of their programme.

• Included themes on internationalisation, employability, environmental sustainability and digital literacy in all programmes.

• More personal development planning for students.

• Increased numbers of graduate businesses created and supported each year.

• Identified delivery and attainment of graduate attributes in all programmes

• Increased the number of training opportunities on campus for all postgraduate research students.

Quality

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d High quality academic environments, accommodation and facilities.

Key Objectives

We will:

• Continue to enhance the quality of academic and work spaces.

• Increase the quantity of learning materials that are available online.

• Provide high quality technology and equipment in all academic spaces.

• Improve the quality and range of residential accommodation.

• Ensure our buildings and grounds add value to the university experience.

• Reduce the environmental impact of existing buildings and achieve BREEAM excellent certification for all new buildings.

• Enhance food options on campus.

• Extend the range, usage and accessibility of our sport and recreational facilities at Haxby Road.

• Ensure that the Students’ Union has appropriate facilities to deliver its annual plan.



• Improved student and staff feedback on academic and work spaces.

• Ensured all teaching rooms have the same defined set of high quality technology and equipment.

• Improved student feedback on the availability of material online.

• Continued to guarantee accommodation for all new entrants and for all continuing students who want it.

• Ensured that our proportion of buildings in good condition is high.

• Achieved carbon management targets.

• Achieved recognition for our beautiful grounds.

• Enhanced satisfaction with the quality and availability of food on campus.

• Developed the SU’s facilities.

• Enhanced our wireless capacity on campus and in our residences.

• Increased usage of our sporting facilities at Haxby Road.

Quality

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e Support services that empower students to thrive.

Key Objectives

We will:

• Provide a range of accessible support services appropriate to student needs, including online and drop-in sessions.

• Provide students with appropriate 24/7 support and access to Library and IT resources.

• Improve our identification of cases of concern, targeting of support, and development of new student support services.

• Provide proactive money advice so that students gain a better understanding of how to manage their finances.

• Ensure a comprehensive primary health care service is in place for students to access expert medical advice.

• Support academic and professional staff so that they are equipped to deal with the range of issues that students face.



• Increased take-up of, and satisfaction with, the range of support services.

• Improved student satisfaction with library resources and services.

• Utilised technology more effectively to manage interactions between students and support services.

• Increased student engagement with the money advice service.

• Put in place comprehensive health service provision for students.

• Increased staff participation in development sessions.

Quality

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f Continuous enhancement of the management of academic standards.

Key Objectives

We will:

• Ensure standards are fully informed by relevant external benchmarks (including QAA, professional bodies, subject disciplines).

• Ensure a comprehensive understanding of standards is reflected in operations at all stages of the student journey.

• Ensure the lifecycle of assessment fully supports robust academic standards.

• Assure research degree standards in a post-RDAP environment through the embedding and review of appropriate regulatory frameworks and processes.

• Ensure all students, relevant staff and academic partners have a shared understanding of the standards required for award and the processes through which these standards are managed and assured.

• Use a risk-based approach to manage academic standards.



• Achieved a successful outcome in QAA Higher Education Review.

• Achieved successful outcomes in OFSTED, NHS, British Psychological Society and other external reviews.

• Achieved a positive outcome from the post-RDAP review of frameworks and processes.

• Enhanced analyses of progression and attainment data at all levels within the University.

• Ensured external input and engagement reflects effective management of standards.

• Increased proportion of academic staff who are involved as external examiners or in external reviews and validations.

• Established a framework that articulates the opportunities for students to be active participants in the management of academic standards.

• Implemented a comprehensive rolling programme of CPD that supports the effective management of standards.

Resilience

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a Effective resourcing of the strategic plan.

Key Objectives

We will:

• Deliver the key financial targets.

• Increase the proportion of our staffing budget spent on academic staff.

• Keep under review the estates master plan.

• Ensure library and IT facilities continue to meet the needs of students and staff.

• Keep under review and seek to improve student accommodation supply and quality.

• Balance effective use of the estate with student and staff satisfaction.

• Enhance staff recruitment methods and recruit according to University Values.

• Develop more flexible employees who are empowered to help us achieve the Strategic Plan.



• Better Student Staff Ratios

• Greater proportional spend of our staffing budget on academic staff.

• Achieved consistently strong operating surpluses.

• Managed cash flow.

• Higher Library spend per student.

• Improved Student : PC Ratios.

• Guaranteed residential accommodation for all first year undergraduates and for all continuing students who want it.

• Conducted six-monthly reviews of space utilisation together with student and staff feedback.

• Improved the effectiveness of staff recruitment activity.

• Maintained an appropriate level of staff turnover.

Resilience

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b Excellent practice in environmental sustainability.

Key Objectives

We will:

• Reduce our carbon emissions.

• Recycle our waste.

• Promote a culture of energy efficiency.

• Invest in our older buildings to improve their energy efficiency.

• Improve the sustainability of the food offered on campus through ethical sourcing and procurement.

• Ensure all new buildings achieve BREEAM excellent certification.

• Implement a Green Travel Plan to reduce the impact of travel on the environment, use transport more efficiently, and save money and make life easier for employees.



• Reduced carbon emissions.

• Recycled all waste.

• Launched new energy efficiency initiatives each year.

• Demonstrated annual investment on our older buildings.

• Improved the sustainability of food offered on campus.

• Achieved BREEAM excellent certification on new build projects.

• Implemented a Green Travel Plan, including additional facilities for cyclists on campus.

Resilience

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c Efficient and effective systems and processes.

Key Objectives

We will:

• Maintain a culture of continuous enhancement of our systems and processes.

• Provide resilient, capable and scalable IT infrastructure.

• Reduce paper based systems and replace paper transactions with web forms.

• Connect systems and processes to reduce duplication.

• Realise the potential of our student record system through strategic development.



• Continuously developed SITS as the main student record system.

• Implemented electronic purchasing system.

• 24/7 access to digital information, for anywhere on any device.

• Digitised student and staff records.

• Developed an integrated HR-Payroll-Finance system.

• Implemented a new accommodation management system.

• Rolled-out web forms across the University.

• Eliminated systems and process duplication.

Resilience

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d Excellent data quality, returns and intelligence.

Key Objectives

We will:

• Ensure that we have consistently accurate and timely data to inform management decisions.

• Submit accurate, timely and verified data returns.

• Be more efficient in the construction of statutory data returns.

• Develop excellent management information and data intelligence that is accessible to staff and governors to aid decision making.



• Accurate data all year round.

• Ensured all returns are submitted accurately and on time.

• Developed suite of data quality reports for all key data.

• Rolled-out business intelligence tools to staff to enable them to interrogate management information.

• Extended our use of external and internal information and market research and analysis to inform decision making.

Resilience

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e Effective governance and management.

Key Objectives

We will:

• Maintain the assurance of stakeholders.

• Monitor progress and manage key risks.

• Use benchmark data and external intelligence effectively.

• Ensure our structures and committees effectively facilitate the delivery of the Strategic Plan.

• Maintain major incident and business continuity plans.

• Develop governance structures and practices to meet external requirements and internal needs and support Governors to discharge their responsibilities.

• Maintain our systems and processes to ensure that we comply with all the rules associated with recruiting international students.



• Maintained positive self assessment returns from our Governing Body.

• Achieved clean external audit report.

• Maintained a high proportion of internal audit reports graded as ‘low risk’.

• Annual review of the effectiveness of committees.

• Maintained HEFCE assurance.

• Maintained an appropriate relationship with our bank, remaining compliant with the covenants.

• Further developed our Progress and Risk Management tool.

• Adhered to Committee of University Chairs guidance on governance.

• Maintained highly trusted status with UK Visas & Immigration.

Resilience

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f Diversity in our income streams.

Key Objectives

We will:

• Increase and diversify income, in particular, research and consultancy income.

• Maintain, and enhance where possible, current contracted income streams.

• Increase our recruitment of international students from a wider range of countries.

• Increase our fundraising and alumni activities.

• Increase income from our summer schools, short courses and commercial conferencing activities.

• Increase income from our accommodation and catering facilities.



• Increased the percentage of income from non-FTUG tuition fees.

• Increased funding for research, knowledge transfer and consultancy.

• Increased income from international students, with particular growth from outside of East Asia.

• Grown revenues from our teaching and health contracts.

• Increased fundraising and alumni giving.

• Secured funding to support campus development projects.

• Increased commercial income from events and conferencing.

• Attracted external sponsorship for projects and initiatives.

• Offered more flexible accommodation options for students, staff and visitors.

Community

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a A diverse and culturally rich community.

Key Objectives

We will:

• Continue to diversify our staff and student populations and advance equality of opportunity for all.

• Achieve our student Widening Participation (WP) targets through outreach work and collaboration with partners.

• Work on improving the recruitment, retention and achievement of under-represented groups.

• Engage more of our community in events, activities and development sessions to encourage cross-cultural engagement.

• Continue to support inter-faith dialogue through our Chaplain network of faith advisors and community events.

• Seek to redress the gender imbalance in academic leadership roles.

• Better our understanding of sexual orientation and religious belief amongst students and staff.



• Improved the recruitment, retention and achievement of under-represented student groups.

• Achieved our annual WP student targets.

• Arranged Compact schemes and outreach work in partner schools and colleges.

• Provided more opportunities for staff to broaden their experiences and understanding of different cultures.

• Increased our percentage of Black, Asian and Minority Ethnic (BAME) staff.

• Increased proportion of women in academic leadership roles.

• Improved visibility of equality and diversity activity to encourage staff and students to disclose personal data.

• Achieved high levels of staff satisfaction.

Community

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b A community that promotes health and wellbeing.

Key Objectives

We will:

• Provide a range of support and development opportunities to promote staff and student wellbeing and personal resilience.

• Maintain an appropriate Occupational Health service for staff.

• Support the Students’ Union’s efforts to increase membership and participation so that students integrate, make friends and take part in extracurricular activities.

• Work with the SU on their strategy for sport, which includes participation and performance.

• Ensure the catering offer has a heightened focus on healthy choices.

• Monitor and utilise sickness absence data.



• Offered annual health checks for staff over 55 years of age.

• Increased the proportion of staff working in spaces with access to natural light.

• Supported the SU to have increased the number and diversity of SU members.

• Supported the SU to increase participation in sports and societies.

• Improved BUCS standing.

• Increased the range of healthy food options.

• Ensured low levels of sickness absence.

Community

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c A community that promotes personal and professional development.

Key Objectives

We will:

• Ensure that all staff have an annual Personal Development Review (PDR).

• Provide a range of staff training options that are available to all staff and that promote continuous personal and professional development.

• Recognise and reward outstanding contributions.

• Prioritise career progression opportunities for talented staff.

• Invest in our staff to ensure that they have the opportunities to enhance their skills and qualifications.



• Increased proportion of academics, technicians and academic liaison staff with a teaching recognition.

• Increased the proportion of staff feeling valued through their annual Performance Development Review.

• Established clearer metrics for measuring, enhancing and rewarding the performance of staff.

• Increased the proportion of staff participating in at least one development initiative each year.

Community

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d Partnerships that contribute to academic, cultural and economic development in York and beyond.

Key Objectives

We will:

• Continue to run public lecture series as a means of engaging in dialogue with a range of communities on important public issues.

• Continue to develop our public engagement activities through shows, presentations and performances across the city of York.

• Increase our academic conferences and events.

• Engage with businesses and non-commercial organisations on contract research projects.

• Develop and engage with our vibrant alumni network.

• Continue to support the Higher York partnership as a key strategic vehicle for coordinating the work of York’s higher education providers.

• Grow our worldwide connections with education providers and business partners.

• Support York’s creative industries and the long-term cultural vision for the city that have been designated by UNESCO as world leading.

• Contribute to strategic economic development groups in the city and across Yorkshire.



• Grown the popularity of all public lecture series and shows and performances.

• More high quality academic conferences and events on campus.

• Increased contract research activity and consultancy opportunities

• Build and grow our international alumni links particularly with China and Malaysia.

• Increased the impact of our research, teaching and professional practice.

• Increased the number of partnerships and collaborations with education providers and business partners.

• Supported the continued growth of the city’s creative industries through the provision of knowledge, expertise and graduate talent.

• Effective representation of the University within key strategic groups and economic growth plans.

Growth

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a An expanded range of study and research options.

Key Objectives

We will:

• Achieve professional accreditation for more programmes.

• Focus growth in subject areas with significant market opportunities.

• Identify opportunities for developing routes for flexible learning and online delivery.

• Build on our academic strengths to enhance our research and teaching.

• Design programmes to facilitate learning across disciplinary boundaries.



• Increased the proportion of our programmes with professional accreditation.

• Increased the percentage of our courses that are growing in size and in growth markets nationally.

• Developed online learning.

• Developed new programmes related to successful existing portfolio.

• Increased flexibility and efficiency of programme delivery.

Growth

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b Sustainable growth in UK and international student numbers.

Key Objectives

We will:

• Achieve or surpass our annual enrolment targets for UK and international students.

• Maintain and, where appropriate, increase the quality of our student entry qualifications.

• Increase applications from a wider geographical reach.

• Enhance our brand awareness and reputation.

• Sustain or improve our contracts and relationships with the NCTL and NHS.



• Achieved all annual student recruitment targets.

• Increased average tariff points (or equivalent) on entry.

• Increased number and proportion of applications from outside Yorkshire.

• Increased the number and geographical diversity of international applications.

• Improved brand awareness and reputation within target audiences.

• Maintained NHS and NCTL contracts.

Planning Cycle

Annual Operating Plans (AOPs)

Student recruitment targets

Financial planning

Managing progress & risk

Annual Strategy Update

September October November December January February March April May June July

NSS action plan

Faculty AOP deadline:26 January

VCG + Faculty AOP meetingsShared at SLT

Directorate/ Department AOP deadline:9 March

VCG + Directors AOP meetings

Shared at SLT

Student number planning meetings

Initial student recruitment targets agreed

Forecast outturn at SLT

Forecast outturn at SLT

Forecast outturn at SLTHigh-level Budget

Budget approved at SLT

Budget approved at FCDC

PRM review at Audit Committee




Strategies and AOPs reviewed

Annual Report produced

Budget approved at Governing Body

Shared with staff

August

NSS discussion meetings

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ViceChancellor

Staff Joint Consultative Committee

Audit Committee

Human Resources Committee

Foundation Committee

Remuneration Committee

Governance & Nominations

Finance & Capital Development Committee

Governing Body

Corporate Governance

Management Committees

Health, Safety & Wellbeing Committee

SU/ SLT Consultative Committee

Due Diligence Committee

Admissions Coordinators Group

Environmental Management Committee

Strategic

Leadership

Team

Committee on Special Applications & AppealsResearch Ethics Committee

Quality & Standards Committee (QSC)

Enhancement & Student Experience Committee (ESEC)

Research Committee (RC)

Committee on Honorary Degrees & Fellowships

Teaching Fellowships Panel

Scholarship & Prizes

Academic Promotions Committee

University Ethics Committee

Board of Examiners for Progress & Award

Research Degrees Sub Committee

Concessions Committee

Academic Board

Academic Governance

RDAP Steering Group

REF Steering Group

Advisory Committee on the Development and Management of Research Degrees

Data & Systems Steering Group

Timetable Steering Group

Governance, Management & Committee Structures

Equality & Diversity Group

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Vice Chancellor

Chief Operating Officer Pro Vice ChancellorDeputy Vice Chancellor

Estate Management & Development

Enterprise, Employability & Business Engagement

Faculty of Arts

Finance InternationalBusiness School

Information Learning Services Marketing & Student RecruitmentFaculty of Education & Theology

Student & Staff ServicesFaculty of Health & Life Sciences

Academic Development

Registry

Organisational Structure

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Sunday Times League Table 2015Published September 2014

Rank

Student

Satisfaction

Research

Quality

Entry

Standards

(UCAS points)

Graduate

Prospects

Good

Honours

Completion

Rate SSR

Services &

Faculty

Spend

Overall

Score

51 Falmouth University 81.1 2 316 70.9 70.4 88.6 23 1877 565

55 Goldsmiths, University of London 79.2 24.7 346 55.7 76.7 82.6 17 1052 558

61 University of Winchester 83.5 4 322 51.7 70 89.2 17 1139 542

65 University of Chichester 84.5 1.7 306 58.1 63.7 89.8 19 1125 532

70 Bath Spa University 83 3 332 56.4 71 87.3 20 1046 522

73 Roehampton University 82.6 7.7 287 56.9 62.1 81.8 20 2153 515

83 University of Gloucestershire 80.6 2 295 58 69.9 87.6 24 1499 492

87 York St John University 80.2 1 302 64.5 63.5 91.3 21 1207 485

91 Leeds Trinity University 83.4 1.7 280 65.8 56 84.8 24 1236 479

95 University of Cumbria 82.3 0.3 288 62.1 66.9 84.9 21 816 465

100 St Mary's University, Twickenham 80.6 2.7 294 63.8 60.7 81.5 22 1005 449

102= Bishop Grosseteste University 83.9 0.3 279 67 57 92 30 446 447

102= University of St Mark & St John, Plymouth 82.9 0.3 276 64 51.1 82.9 19 803 447

104 Newman University, Birmingham 83.1 0.3 302 57.2 52.7 77.2 18 1370 445

116 Buckinghamshire New University 76.4 0.7 250 53.7 53.3 82.9 22 2051 390

120 University of Bolton 79.1 2 276 57.4 50.6 71.9 20 927 355

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Small HEI data

* Liverpool Hope and University College Birmingham currently refuse to participate in university league tables.

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

Studen

t FT

Es, 2

013-

14

Open University

Specialist institutions

large city universities

Small universities

Average size = 12,000 FTEs

YSJU

All English Higher Education Institutions, 2013-14

Best of England’s small universities

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18 higher education institutionsStudent FTEs,

2013-14

Roehampton University 7,460

University of Cumbria 7,425

Goldsmiths College 7,276

Buckinghamshire New University 7,245

University of Gloucestershire 7,018

Bath Spa University 6,127

The University of Winchester 5,804

York St John University 5,444

The University of Bolton 5,086

Liverpool Hope University * 5,038

The University of Chichester 4,915

St Mary's University, Twickenham 4,347

University College Birmingham * 4,167

Falmouth University 3,788

Leeds Trinity University 2,882

Newman University 2,407

University of St Mark and St John 2,402

Bishop Grosseteste University 2,088Sunday Times Guide

By ‘small universities’ we mean those institutions with less than 8,000 student FTEs that offer courses in a range of subjects. The list of institutions we are using is shown here »

* Liverpool Hope and University College Birmingham currently refuse to participate in university league tables.

a High quality Learning, Teaching, Assessment and Research.

b A personal and collaborative student experience.

f Continuous enhancement of the management of academic standards.

AcademicStrategy

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Quality

Resilience

Community

Growth

Academic Strategy

The academic strategy places research-informed teaching at the heart of the university’s mission to inspire our students and staff to reach their full potential. We will advance knowledge, through research undertaken by our staff and students, and through a shared fascination for learning and discovery. We will recruit the highest qualified staff, increasing the proportion with doctorates and professional qualifications. They will be committed teachers and leaders in their discipline, supported and encouraged to engage in high quality research and professional practice that informs their teaching. By continuing to foster an academic environment that is supportive, transformative and collaborative, our students will grow in confidence, and develop as independent, enthusiastic learners, who are highly employable. Our international reach will be extended by recruiting a greater number and diversity of students, by disseminating our research in international media and conferences, and by providing opportunities for staff and students to travel. We will raise the profile of our academic work through effective use of the media, public lectures and events and high quality academic conferences. We will foster a strong sense of belonging that extends beyond our campus, so that our graduates share our commitment to make a positive contribution to the world.

Resources& Services

Strategy

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Finance strategy

Estates & Environmental strategy

Human Resources strategy

Student Services strategy

Information Learning Services strategy

Resources& Services

Strategy

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Finance strategy

Key Objectives

We will:

• Deliver the key financial targets.

• Increase the proportion of our staffing budget spent on academic staff.


• Ensure that we have consistently accurate and timely data to inform management decisions.

• Submit accurate, timely and verified data returns.

• Be more efficient in the construction of statutory data returns.

• Develop excellent management information and data intelligence that is accessible to staff and governors to aid decision making.



• Better Student Staff Ratios

• Greater proportional spend of our staffing budget on academic staff.

• Achieved consistently strong operating surpluses.

• Managed cash flow.



• Accurate data all year round.

• Ensured all returns are submitted accurately and on time.

• Developed suite of data quality reports for all key data.

• Rolled-out business intelligence tools to staff to enable them to interrogate management information.

• Extended our use of external and internal information and market research and analysis to inform decision making.

Resources& Services

Strategy

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Estates & Environmental strategy

Key Objectives

We will:

• Continue to enhance the quality of academic and work spaces.

• Ensure our buildings and grounds add value to the university experience.

• Reduce the environmental impact of existing buildings and achieve BREEAM excellent certification for all new buildings.


• Keep under review the estates master plan.

• Balance effective use of the estate with student and staff satisfaction.

• Reduce our carbon emissions.

• Recycle our waste.

• Promote a culture of energy efficiency.

• Invest in our older buildings to improve their energy efficiency.

• Improve the sustainability of the food offered on campus through ethical sourcing and procurement.

• Implement a Green Travel Plan to reduce the impact of travel on the environment, use transport more efficiently, and save money and make life easier for employees.



• Improved student and staff feedback on academic and work spaces.

• Ensured that our proportion of buildings in good condition is high.

• Achieved carbon management targets.

• Achieved regional and national recognition for our beautiful grounds.

• Developed the SU’s facilities.

• Conducted six-monthly reviews of space utilisation together with student and staff feedback.

• Reduced carbon emissions.

• Ensured zero waste to landfill, with all waste recycled or used for energy recovery.

• Launched new energy efficiency initiatives each year.

• Demonstrated annual investment on our older buildings.

• Improved the sustainability of food offered on campus by ensuring that the catering provision consistently meets the University’s sustainable food policy.

• Achieved BREEAM excellent certification on new build projects and ensured that all estates project consider energy and environmental aspects within a formal planning process.

• Implemented a Green Travel Plan, including additional facilities for cyclists on campus.

• Ensured that all staff offices across the estate enjoy the benefit of natural light.

Resources& Services

Strategy

Back to Strateg

y

Human Resources strategy

Key Objectives

We will:

• Support academic and professional staff so that they are equipped to deal with the range of issues that students face.

• Enhance staff recruitment methods to include assessment centres and a focus on recruiting to behaviours and University Values.

• Develop more flexible employees who are empowered to help us achieve the Strategic Plan.


• Continue to diversify our staff and student populations and advance equality of opportunity between different groups of people.


• Seek to redress the gender imbalance in academic leadership roles.


• Provide a range of support and development opportunities to promote staff and student wellbeing and personal resilience.

• Monitor and utilise sickness absence data.

• Ensure that all staff have an annual Personal Development Review (PDR).

• Provide a range of staff training options that are available to all staff and that promote continuous personal and professional development.

• Recognise and reward outstanding contributions.

• Prioritise career progression opportunities for talented staff.

• Invest in our staff to ensure that they have the opportunities to enhance their skills and qualifications.



• Increased staff participation in development sessions.

• Improved the effectiveness of staff recruitment activity.

• Maintained an appropriate level of staff turnover.


• Increased our percentage of Black, Asian and Minority Ethnic (BAME) staff.

• Increased proportion of women in academic leadership roles.


• Achieved high levels of staff satisfaction.

• Offered annual health checks for staff over 55 years of age.

• Ensured low levels of sickness absence.

• Increased proportion of academics, technicians and academic liaison staff with a teaching recognition.

• Increased the proportion of staff feeling valued through their annual Performance Development Review.

• Established clearer metrics for measuring, enhancing and rewarding the performance of staff.

• Increased the proportion of staff participating in at least one development initiative each year.

Resources& Services

Strategy

Back to Strateg

y

Student Services strategy

Key Objectives

We will:

• Extend the range, usage and accessibility of our sport and recreational facilities at Haxby Road.


• Provide a range of accessible support services appropriate to student needs, including online and drop-in sessions.

• Improve our identification of cases of concern, targeting of support, and development of new student support services.

• Provide proactive money advice so that students gain a better understanding of how to manage their finances.

• Ensure a comprehensive primary health care service is in place for students to access expert medical advice.

• Keep under review and seek to improve student accommodation supply and quality.


• Continue to diversify our staff and student populations.




• Provide a range of support and development opportunities to promote staff and student wellbeing.

• Support the Students’ Union’s efforts to increase membership and participation so that students integrate, make friends and take part in extracurricular activities.

• Work with the SU on their strategy for sport, which includes participation and performance.

• Ensure the catering offer has a heightened focus on healthy choices.



• Continued to guarantee accommodation for all new entrants and for all continuing students who want it.

• Enhanced satisfaction with the quality and availability of food on campus.

• Increased usage of our sporting facilities at Haxby Road.

• Increased take-up of, and satisfaction with, the range of support services.

• Increased student engagement with the money advice service.

• Put in place comprehensive health service provision for students.

• Guaranteed residential accommodation for all first year undergraduates and for all continuing students who want it.




• Supported the SU to have increased the number and diversity of SU members.

• Supported the SU to increase participation in sports and societies.

• Improved BUCS standing.

• Increased the range of healthy food options.

Resources& Services

Strategy

Back to Strateg

y

Information Learning Services strategy

Key Objectives

We will:

• Increase the quantity of learning materials that are available online.

• Provide high quality technology and equipment in all academic spaces.

• Provide students with appropriate 24/7 support and access to Library and IT resources.

• Ensure library and IT facilities continue to meet the needs of students and staff.


• Provide resilient, capable and scalable IT infrastructure.

• Reduce paper based systems and replace paper transactions with web forms.

• Connect systems and processes to reduce duplication.

• Realise the potential of our student record system through strategic development.



• Improved student feedback on the availability of material online.

• Enhanced our wireless capacity on campus and in our residences.

• Improved student satisfaction with library resources and services.

• Utilised technology more effectively to manage interactions between students and support services.

• Higher Library spend per student.

• Improved Student : PC Ratios.

• Continuously developed SITS as the main student record system.


• 24/7 access to digital information, for anywhere on any device.

• Digitised student and staff records.



• Rolled-out web forms across the University.

• Eliminated systems and process duplication.

Development Strategy

Back to Strateg

y

Development strategy

Recruitment strategy


Back to Strateg

y

Development strategy

Key Objectives

We will:

• Develop subject-specific strategies to enhance graduate destinations.

• Promote internationalisation, enterprise, employability, environmental sustainability within the curriculum.

• Support graduate start-up businesses.

• Support the development of graduate attributes through appropriate curriculum design.

• Increase and diversify income, in particular, research and consultancy income.

• Maintain, and enhance where possible, current contracted income streams.

• Increase our recruitment of international students from a wider range of countries.

• Increase our fundraising and alumni activities.

• Increase income from our summer schools, short courses and commercial conferencing activities.

• Increase income from our accommodation and catering facilities.

• Continue to run public lecture series as a means of engaging in dialogue with a range of communities on important public issues.

• Continue to develop our public engagement activities through shows, presentations and performances across the city of York.

• Increase our academic conferences and events.

• Engage with businesses and non-commercial organisations on contract research projects.

• Develop and engage with our alumni network.



• Increased percentage of graduates entering further study or work six months after completing their studies.

• Increased percentage of graduates gaining professional / managerial jobs six months after completing their studies.

• Increased numbers of students experiencing enterprise and employability as part of their programme.

• Included themes on internationalisation, employability, environmental sustainability in all programmes.

• More personal development planning for students.

• Increased numbers of graduate businesses created and supported each year.

• Identified delivery and attainment of graduate attributes in all programmes.

• Increased the percentage of income from non-FTUG tuition fees.

• Increased funding for research, knowledge transfer and consultancy.

• Increased income from international students, with particular growth from outside of East Asia.

• Grown revenues from our teaching and health contracts.

• Increased fundraising and alumni giving.

• Secured funding to support campus development projects.

• Increased commercial income from events and conferencing.

• Attracted external sponsorship for projects and initiatives.

• Grown the popularity of all public lecture series and shows and performances.

• More (profile) academic conferences and events on campus.

• More active alumni network.


Back to Strateg

y

Recruitment strategy

Key Objectives

We will:

• Achieve our student Widening Participation (WP) targets, including the expansion of Compact Schemes.


• Focus growth in subject areas with significant market opportunities.

• Identify opportunities for developing routes for flexible learning and online delivery.

• Achieve or surpass our annual enrolment targets for UK and international students.

• Maintain and, where appropriate, increase the quality of our student entry qualifications.

• Increase applications from a wider geographical reach.

• Enhance our brand awareness and reputation.




• Achieved our annual WP student targets.

• Arranged Compact schemes in partner schools and colleges.

• Increased the percentage of our courses that are growing in size and in growth markets nationally.

• Achieved all annual student recruitment targets.

• Increased average tariff points (or equivalent) on entry.

• Increased number and proportion of applications from outside Yorkshire.

• Increased the number and geographical diversity of international applications.

• Improved brand awareness and reputation within target audiences.

d.partnerships that contribute to academic, cultural and economic development in york and...

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